“ TRAINING AND DEVELOPMENT ” is a subsystem of an organization

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Presentation on theme: "“ TRAINING AND DEVELOPMENT ” is a subsystem of an organization"— Presentation transcript:

2 “ TRAINING AND DEVELOPMENT ” is a subsystem of an organization“ TRAINING AND DEVELOPMENT ” is a subsystem of an organization. It ensures that randomness is reduced and learning or behavioral change takes place in structured format.

3 Training and Development and Other HRM FunctionsAvailability of training can aid in recruitmentRecruitmentProvide an additional source of traineesTraining may permit hiring less-qualified applicantsSelectionEffective selection may reduce training needsTraining aids in the achievement of performancePerformance AppraisalA basis for assessing training needs and resultsTraining and development may lead to higher payCompensation ManagementA basis for determining employee’s rate of payTraining may include a role for the unionLabor RelationsUnion cooperation can facilitate training efforts

4 TRAININGTraining is a planned programme designed to improve performance and bring about measurable changes in knowledge, skills, attitude and social behaviour of employees.It is an attempt to improve current or future employee performance by increasing an employee’s ability to perform thru learning , usually by changing the employee’s attitude or increasing his or her skills & knowledge.

5 Training is an on-going process.Training is essential for job success. It can lead to higher production, fewer mistakes, greater job satisfaction and lower turnover.

6 Features of TrainingIncreases knowledge and skills for doing a particular jobFocuses attention on the individual jobConcentrates on individual employeesGives importance to short term performance

7 Need/purpose for traininghelps new recruits to perform assigned tasks effectivelyhelps existing employees to prepare for higher level jobsenables existing employees to keep in touch with latest developmentspermits employees to cope with changes brought in by frequent transfersmakes employees more versatile, mobile, flexible and useful to the organisation77

8 bridges the gap what the employee has and what the job demands To increase productivity.To improve quality—better informed workers are less likely to make operational mistakes.To help a Co. fulfill its future HR needs.To improve org.al climate.Well planned trg. prg Prodn & qualityfinancial incentives & promotions88

13 On-the-job Training MethodsCoaching: Here the supervisor explains things and answers questions; throws light on why things are done the way they are; offers a model for trainees to copy, conducts lot of decision making meetings, and allows trainees freedom to commit mistakes and learn .Coaching, thus, requires lot of teaching skills.Job Rotation: This kind of training involves the movement of trainee from one job to another. The idea behind this is to give managers the required diversified skills and a broader outlook.

14 Role playing: This is a development technique requiring the trainee to assume a role in a given situation and act out behaviours associated with that role.Involves realistic behavior in imaginary situations.Involves acting , doing, & practice.Helps in developing interpersonal interactions & relations.Participants may play the role of production manager, superintendents etc.

15 Job Instruction Technique: This is training directly received on theJob Instruction Technique: This is training directly received on the job. Here the trainee receives an overview of the job. The trainer actually demonstrates the job and the trainee is asked to copy the trainer’s way. The trainee, finally, tries to perform the job independently.

16 Off-the-job Training MethodsSensitivity Training: This is a method of changing behavior through unstructured group interaction. (also known as T-group training, where T stands for training)Features of T-group trainingT-Group consists of persons.A leader acts as a catalyst and provides a free and open environment for discussionThere is no specified agendaMembers express their ideas, feelings and thoughts freely and openlyThe focus is on behaviour rather than on dutiesThe aim is to achieve behaviour effectiveness in transactions with one's environment

19 Lectures: Lectures are formal presentations on a topic by an experienced and knowledgeable person. The presentation is generally supported by discussions, case studies, audio-visual aids and film shows.

20 Case Study: The participant is asked to take up a simulated business problem and take appropriate decisions.Vestibule Training: It occurs off the job on equipment or methods that are highly similar to those used on the job.Duplicate on the job situations in a co.s classroom.Trainee can concentrate on learning new skill rather than performing on actual job.Good for semi-skilled /clerical personnel especially many employees have to be trained for the same kind of work.

21 Conferences: A conference is a meeting of people to discuss a subject of common interest. The participants exchange notes, opinions and ideas on the subject in a systematic and planner manner.

23 Evaluation of A Training ProgrammeTraining can be evaluated at five levels: reaction, learning, behavior, organization and results.Important decision points in training evaluation may be listed thus;

24 Should an evaluation be made? Who should evaluate? What is the purpose of evaluation?What will be measured?How comprehensive will the evaluation be?Who has the authority and responsibility?What are the sources of data?How will the data be collected and evaluated?How will the data be analysed and reported?2424

26 DevelopmentThe basic purpose of development is to improve managerial performance by imparting knowledge, changing attitudes or increasing skills. Training certainly helps in improving job-related skills but when the intent is to enhance executives’ ability to handle diverse jobs and prepare them for future challenges the focus must shift to executive development.

27 Features of executive developmentIt is a planned effort to improve executives’ ability to handle a variety of assignmentsIt is not a one-shot deal, but a continuous, ongoing activityIt aims at improving the total personality of an executiveIt aims at meeting future needs unlike training, which seeks to meet current needsIt is a long term process, as managers take time to acquire and improve their capabilitiesIt is proactive in nature as it focuses attention on the present as well as future requirements of both the organization and the individual

28 Importance of executive developmentInvaluable investment in the long run as it helps managers to acquire requisite knowledge, skills and abilities needed to handle complex situations in businessEnables executives to realize their own career goals and aspirationsHelps executives to step into superior positions easilyAssists executives in enhancing their people-management skills, taking a holistic view of various problems.

32 Methods/techniquesIn-basket exercise: The trainee is asked to look into a number of papers such as memoranda, reports, telephone messages that typically confront a manager and respond appropriately.Business games: It is a learning exercise representing a real-life situation where trainees compete with each other to achieve specific objectives.

33 Methods/techniquesOn the job experience: This is a kind of class room learning where the trainee learns by actually doing things under the supervision of an experienced supervisor. Such methods are highly useful for certain groups like scientific and technical personnelBehaviour modelling: This is an approach that demonstrates desired behaviour and gives trainees the chance to practice and role-play those behaviours and receive feedback.Coaching: This is a development activity in which a supervisor plays an active role in imparting job knowledge and skills to the trainee. For effective coaching, a healthy and open relationship must exist between employees and their supervisors.

34 Methods/techniquesUnderstudy: This is a development method wherein potential managers are given the chance to temporarily relieve an experienced manager of part of hi job and act as his substitute during the period, giving him vital insights into the overall job that would make him the automatic choice in the succession process.Multiple management: It is a system in which permanent advisory committees of managers study problems of the company (thereby gaining first hand experience of various important aspects of business) and make recommendations to higher management.

35 Methods/techniquesSpecial courses, meetings, readings: In addition to the above, managers could also benefit by attending workshops organised by academic institutions, attending special meetings organised by various government and voluntary organisations and by reading specific articles relevant to their respective fields.Special projects: In this method, a trainee is put on a project closely related to the objectives of the department.Committee assignment: In this method, an adhoc committee is appointed to discuss, evaluate and offer suggestions relating to an important aspect of business.Conferences: A conference is a meeting of people to discuss a subject of common interest. The participants exchange notes, opinions and ideas on the subject in a systematic and planner manner.

36 Methods/techniquesLectures: Lectures are formal presentations on a topic by an experienced and knowledgeable person. The presentation is generally supported by discussions, case studies, audio-visual aids and film shows.Group discussion: In this method, papers are presented by two or three trainees on a selected topic, followed by thought- provoking discussions.Programmed instruction: This is a learner-oriented technique which presents subject matter to the trainees in small sequential steps requiring frequent responses from the trainee and immediately offering him of their accuracy or otherwise.

37 Selection Of A Suitable MethodWhile choosing a specific method, the following guidelines might be kept in mindSuitability of executive development techniques